BUILDING THE FOUNDATIONS FOR SUCCESS - 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN - Basketball ...
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BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BUILDING THE FOUNDATIONS FOR SUCCESS
A BASKETBALL
AUSTRALIA
STRATEGY
TO BENEFIT
THE GAME.
2 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 3
pg. 7 pg. 9
Basketball Building the
Australia Board Foundations for
Message Success, 2021-2024
pg. 10 pg. 27
Introduction Our Destination
pg. 13 pg. 28
Our Opportunity Our Approach
pg. 18 pg. 30
2020 - The Positives Our Focus
pg. 20 pg. 33
Stakeholder Supporting
Relationships Departmental Activity
pg. 21 pg. 36
Assessment Diversity & Inclusion
Considerations Strategy
pg. 23 pg. 37
Our Vision Women & Girls High-
Level Strategy
pg. 24
pg. 38
Our Strategy
People & Culture
ACKNOWLEDGMENTS
Getty Images, TLA Worldwide, Captura Marketing
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B O A RD M E S S A G E
BASKETBALL
AUSTRALIA
BOARD MESSAGE
NED COTEN
CHAIR, BASKETBALL AUSTRALIA
The Board of Basketball Australia is proud to unveil Basketball Australia’s Strategic Plan 2021 – 2024.
There has never been a more exciting time for Australian basketball; with significant growth in popularity
and participation at the grassroots level, while our senior national teams continue to be ranked amongst
the world’s best.
The position we are in is testament to everyone connected with our sport, and it’s due in no small part to the
progress we’ve made over recent years.
The landscape in which we operate continues to change at a rapid rate, and our challenge is to ensure we
have a united strategy that will see basketball in Australia continue to excel and reach its potential both on
and off the court.
This strategic plan is the result of a comprehensive and extensive level of consultation over a six-month
period within the Australian basketball community, and the Board would like to acknowledge the significant
contribution of Jerril Rechter AM in overseeing the development and delivery of this plan.
An extensive range of stakeholders; from the Basketball Australia Board, State and Territory Associations,
NBL and WNBL, commercial and government partners, to grassroots volunteers have contributed their
input into this plan, which makes this a truly whole of sport roadmap.
This document summarises our strategic direction for the next four years (2021 – 2024), linking our vision,
mission and values with core strategic pillars that will support basketball at all levels.
On behalf of the Board of Basketball Australia, I would like to thank all those who have contributed to this
important strategic plan and look forward to witnessing the positive outcomes this will deliver for our sport.
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F I B A MES S AG E F O RE WA RD
BUILDING THE
FOUNDATIONS FOR
SUCCESS, 2021-2024
CAROLYN CAMPBELL
INTERIM CEO, BASKETBALL AUSTRALIA
Basketball in Australia is poised for significant growth as the overarching trends and social landscape is
creating conditions that will allow the sport to thrive.
Basketball as a sport is widely accessible regardless of age, gender, abilities and background, and it is this
accessibility that is delivering one of the largest participation-based sports in Australia.
Since commencing as interim CEO, it is clear all stakeholders support a growth agenda and possess a strong
desire to extend upon the sport’s core markets to increase the number of people that enjoy our game. Such
support will ultimately create a broader base that will further increase investment within the sport.
Basketball Australia conducted an extensive whole of sport consultation process over a six-month period
during 2020 to support the development of this Strategic Plan for implementation and action over the next
four years.
This Strategic Plan establishes a clear growth agenda and clarifies the role of Basketball Australia, defines
its key goals and how they align to stakeholder priorities.
On behalf of Basketball Australia, I extend thanks to the many stakeholders who participated in the lengthy
consultation process and those within the organisation who worked tirelessly in developing the Strategic
Plan for 2021-2024.
8 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 9
I N T R OD U CTIO N & METH O D O L O G Y INTRO D U C TIO N & M E TH O D O L O G Y
THIS STRATEGY WILL ENSURE THAT BASKETBALL AUSTRALIA
Clearly defines our role and what Builds a strong commercial foundation to
stakeholders can rely on us to do. ensure the whole game can grow into
INTRODUCTION
the future.
Provides our Australian national high-
A COLLABORATIVE STRATEGY Implements an organisation wide
strategy and planning process.
performance squads with the tools they
require to perform on the world stage
every time they represent our nation.
BASKETBALL PLAYS A UNIQUE The truth for the sport is that interest in basketball
has never been higher in Australia. With the ever-
ROLE WITHIN COMMUNITIES increasing junior participation numbers, world-class Promotes, supports and collaborates Is communicating with the public in a
ACROSS AUSTRALIA, KEEPING performances of the Australian national teams,
strong government commitment, collaborative
with States & Territories to promote
participation at all levels and different
manner that motivates new and existing
fans to continue to engage with the game
OVER A MILLION PEOPLE partners and stakeholders, along with a growing formats - 3x3, 5x5, social participation and inspires new fans to connect with
WNBL & NBL, the signs for our sport are good. If we and everything in between. the sport.
HEALTHY, HAPPY AND SOCIALLY overlay the amazing accessibility of the WNBA & NBA
ENGAGED. AS STEWARDS OF THE through TV and online streaming channels and the
increasing number of Australian players in the WNBA
GAME, BASKETBALL AUSTRALIA & NBA; there is great opportunity to continue to grow WE HAVE CREATED THIS STRATEGY THROUGH EXTENSIVE
IS COMMITTED TO FURTHER the game and attract more people to it.
STAKEHOLDER CONSULTATION
GROWING THE SPORT BY In order to provide a platform for all Australians
47 85
to access basketball into the future and for us to This strategy wasn’t
ENSURING IT BECOMES EVEN MORE grow the game effectively, the foundations of the created by a small team of
ACCESSIBLE TO AUSTRALIANS OF individuals, it was created DOCUMENTS
sport need to be solid. The 2021-2024 “Building the STAKEHOLDER REVIEWED &
in consultation with the
ALL AGES, GENDERS, ABILITIES,
Foundations for Success” strategy has been created
basketball community. A
MEETINGS ANALYSED
by Basketball Australia to uncover the key areas of
BACKGROUNDS AND SKILL LEVELS. our business that need to be reinforced to achieve host of stakeholders were
5 17
success by 2024. given the opportunity
to make their voice
This strategy focuses on maximising the heard. This consultation BASKETBALL S&T MEETINGS
opportunities that are in front of us by ensuring that, included: AUSTRALIA BOARD - CHAIRS &
as stewards of the game, Basketball Australia is set MEETINGS CEO’S
up for success.
8 LOCAL
ASSOCIATIONS
CONSULTED
2 1,883 MEMBER
SURVEYS
MEMBER
RESPONSES
EXTERNAL ENVIRONMENT REVIEWED APBA, FIBA, NBL, WNBL, SPONSOR MEETINGS
(PESTLE ANALYSIS)
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F I B A MES S AG E O U R O P P O RTU NITY
BASKETBALL
OUR SPORT.
FULL OF OPPORTUNITY.
OUR OPPORTUNITY
Today, the relevance of basketball in Australia is as big as it has ever been. While other sports must
continually fight for the attention of participants, fans and volunteers in this country, we find ourselves
in the unique position of being front of mind for millions of people. This is a strong footing to build our
organisational foundations from.
There are a variety of factors that show this relevance in action:
TEAM SPORT PARTICIPATION
Basketball’s participation levels for “team sports” Basketball is the game of choice for over one million
are one of the largest in the country. The registered Australians. It is now one of the most popular team
number of members for basketball is second only to sports for both men and women as well as boys and
soccer in Australia. girls in this country. It is a truly a national sport that
is played in high numbers across the country. 3.5%
FOOTBALL (SOCCER) of Australians aged 15 and over are engaged in the
game. The percentage of players in cities and remote
BASKETBALL locations is almost exactly the same.
NETBALL
Basketball is also a game that champions diversity
and inclusion, which has helped grow participation
within different genders, backgrounds, ethnicities
and abilities. We have the highest participation rate
REGISTERED MEMBERS of Aboriginal and Torres Straight Islander Peoples,
and over 310,000 female participants, which we’re
extremely proud of.
(Reference - Sport Australia AusPlay Survey 2019)
REALISING OUR RELEVANCE
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CON
OU R TOEN
P PTS
O R TU N ITY
NATIONAL TEAM PERFORMANCE
Our Australian representative teams have consistently delivered quality performances at the top level
of the sport, enhancing basketball’s popularity.
Over the past 10 years, all teams have performed well at major competitions, showing that the standard of
basketball in Australia is at a high level. With each tournament, our national teams are becoming stronger
and more experienced. We are getting more competitive each year and our performances in recent
competitions have been something for the country to be proud of.
This continues to put Australian basketball on a pedestal and helps attract and inspire people to engage
with the game.
Ranking 2012 Olympics 2014 World Cup 2016 Olympics 2018/19 World Cup
Opals 3rd 3rd 5th 2nd
Boomers 7th 12th 4th 4th
Rollers 2nd 1st 6th 3rd
Gliders 2nd 6th DNQ 9th
AUSTRALIAN WNBA & NBA TALENT 2019
Over the past 10 years, Australia’s representation
in the WNBA & NBA has achieved record levels.
Australia now has an array of genuine superstars
in the biggest league in the world with the likes
of Liz Cambage, Ezi Magbegor, Rebecca Allen, Ben
Simmons, Patty Mills and Joe Ingles, testing their 2005 2019
skills against the worlds best. 13
This is only getting more prominent, with WNBA &
NBA teams actively seeking talent in the Australian
market every year. We can’t wait to see new world 7 7
class talent realizing their dream of playing in the
2005
WNBA & NBA.
1
This rise in world-class Australian talent has not only
increased interest in the game on our shores, but it NO. AUSTRALIAN NBA/WNBA PLAYERS
has also inspired a generation of basketballers to
dream big. NBA WNBA
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F I B A MES S AG E O U R O P P O RTU NITY
WNBL CONTINUES TO LEAD THE WAY FOR WOMEN
The WNBL is the pre-eminent female professional league in Australia and has a proud history of 41 years,
making it the longest-running elite women’s sporting competition in the nation and is globally renowned
as one of the leading women’s basketball leagues in the world. The WNBL has helped pave the way for the
growth of women’s leagues in every sporting code.
The WNBL has produced multiple all-time greats, such as Robyn Maher, Michele Timms, Rachel Sporn, Penny
Taylor, Sandy Brondello, Lauren Jackson and Liz Cambage. Each of these players , and so many more, have, in
turn, shaped the WNBL and built upon its amazing reputation within the world of great sporting leagues.
From a High Performance perspective, the strength, future health and success of the WNBL is critical to the
ongoing success of the Australian Opals as well as being an integral part of the pathway for women and girls
in Australian basketball. For the past forty plus years, the globally elite standard of the WNBL has played
a significant part in the Opals being ranked in the top five teams in the world and seen them be the most
successful women’s national sporting teams globally.
2020 has seen a strong and renewed interest in the WNBL, with broadcast and viewership figures up
significantly, as well as engagement through social channels, seeing media in the sport value increase. With
the FIBA 2022 Women’s World Cup also awarded to Australia, there is a lot to look forward to as the WNBL
continues to lead the way.
19/20 Season 2020 Hub Season 2020 Hub Season % Increase
2020 WNBL SEASON
OBJECTIVES (BROADCAST) Seasonally
Total/Average YoY
Adjusted
Weekly Broadcast (LIVE)
667,212 959,879 1,439,819 116%
Fox/ABC
Livestream Views 95,677 1,054,961 1,582,442 1554%
Weekly Broadcast (REPLAY) 432,401 224,580 336,870 -22%
Total Viewership 1,195,290 2,239,420 3,359,130 181%
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20 20 PO S ITIVES 2 02 0 P O S ITIVE S
2020 POSITIVES FOR AUSTRALIAN HUMAN RIGHTS NATIONAL RETURN TO BASKETBALL
COMMISSION - ‘RACIAL EQUALITY REVIEW’ GUIDELINES
BASKETBALL IN A
In an ongoing effort to ensure that basketball is a Basketball Australia worked closely with state and
truly inclusive sport, Basketball Australia engaged territory associations to develop the national return
the Australian Human Rights Commission (the to basketball guidelines, which were released in
DIFFICULT YEAR
Commission) to undertake a Racial Equality Review in May. These guidelines were in line with the Federal
October 2020. Government’s National Principles for the Resumption
of Sport and the AIS Framework for Rebooting Sport
This review was conducted at the national level, with in a COVID-19 Environment.
the aim of identifying any structural barriers, risks, or
A LOT TO BE PROUD OF issues in relation to racial equality within the sport, In creating these guidelines, Basketball Australia
with a view to improving accessibility and ensuring were able to provide our members and the basketball
equal opportunity for all. community with clarity on what activities they
As we are all aware, 2020 was an extremely difficult This will be a huge opportunity to promote women’s
could resume and how best to create a safe training
year for everyone. Many in the community have been basketball in this country, inspire the next generation We ensured that players and staff were given an environment depending on the differing levels of
directly and indirectly affected by the pandemic of athletes and to take the game to the next level. opportunity to participate. We invited former and restrictions imposed by state governments. These
which has tested our resolve as a nation. Sydney will provide a fantastic backdrop for the FIBA current players, coaches, and officials to engage with guidelines helped people get back to basketball, and
Women's Basketball World Cup 2022; from the world- the review in a number of ways.
The sport sector has also found this a challenging we are proud with the process and the results of
class sporting facilities to the sights and lifestyle
time, with Basketball no exception. The time spent in experiences the Harbour City, there will be a lot for these guidelines.
isolation by many Australians and state restrictions visitors and viewers from around the globe
DELIVERY OF SUCCESSFUL WNBL HUB
meant that participating in the sport they love wasn’t to experience. IN QLD FINANCIALLY MANAGED COVID-19
possible at stages during the year. Competitions
cancelled or rearranged, courts closed, teammates This year’s WNBL season was like no other. Through SUCCESSFULLY
separated, routines disrupted; it has been a year like
RECONCILIATION ACTION PLAN (RAP) an innovative partnership with the Queensland COVID-19 has been difficult for all sports financially,
no other for Australian basketball lovers. This year Basketball Australia released its inaugural Government, the 2020 Chemist Warehouse WNBL but we have been able to navigate through the year
Innovative RAP. Basketball Australia is aiming to season was contested entirely in a North Queensland and ensure that the sport remains stable financially.
Despite the many challenges we have faced, there hub at the back end of 2020.
contribute to the building of reconciliation via a This in itself is something for us to be proud of.
have been a number of positives that we can all be
culture of equality, opportunity, and growth and
proud of. We wanted to take this opportunity to focus The revised season model saw all eight WNBL teams
increase Aboriginal and Torres Strait Islander
on these achievements and reflect on the work done relocate to North Queensland to contest the full
engagement and participation across all areas
to get there. 2020 season, which was played over a condensed
of basketball. This was a huge milestone for the
6-week format with the Grand Final played on Sunday
sport of basketball. Though this Innovative RAP,
FIBA 2022 WOMEN’S WORLD CUP Basketball Australia will create opportunities for
20 December. This was a huge logistical achievement
for the competition and the interest in it was as
Women’s basketball has never been in a stronger and support young Aboriginal and Torres Strait
high as it has ever been, which was amazing to see.
place as it is now in Australia. Never been healthier. Islander Australians in its uniting passion for the
Broadcast figures were up significantly compared to
Never had a better foundation. This was solidified this sport of basketball. Sport is a way for all members of 2019 along with media value. Engagement figures
year when it was announced that the world’s largest a community to connect, regardless of background, also saw a large increase through social media
International women’s basketball competition is culture, gender, sexual orientation or difference and
and digital channels. The 2020 season has set the
coming to Australia. Back in March FIBA announced as the sport’s governing body our mission is to use
foundations for the competition to grow from into
that Basketball Australia and the New South Wales influence to have a positive social impact for and
the coming years.
government had won the bid for the competition, a with Aboriginal and Torres Strait Islander
huge feather in the cap for our sport. This will be the communities basketball.
first time since 1994 that we have hosted the event
in Australia.
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ASSESSMENT
CONSIDERATIONS
OUR HOLISTIC APPROACH TO BUILDING
THIS STRATEGY
STAKEHOLDER
To identify the key initiatives that Basketball Australia needs to pursue, a detailed review of each
performance area below has been undertaken as part of this strategy. Through our consultation with
Basketball Australia stakeholders, we were able to make an assessment on the current state of each
of these areas.
RELATIONSHIPS
HOW WE WORK TOGETHER
Basketball has an array of stakeholders who each play a vital role in delivering the sport of basketball to PARTICIPATION FUNDING MODEL HIGH PERFORMANCE
this country. Each stakeholder will have a role to play in building the foundations of the sport for success.
It is important to note that this strategy is a Basketball Australia strategy first and foremost – it has been
developed in conjunction with the various stakeholders.
DATA, SYSTEMS & PROCESS COMMERCIAL CAPABILITY COMMUNICATION & COLLABORATION
FIBA
SPORT AUS
BASKETBALL
ABPA AUSTRALIA STATES &
LEAGUES STRATEGIC TERRITORIES
GOALS
MARKETING LEADERSHIP & INTEGRITY GOVERNANCE
GOVERNMENT
SPONSORS
DIVERSITY & INCLUSION STAKEHOLDER RELATIONS SPONSORS & PARTNERS
PEOPLE & CULTURE BASKETBALL PATHWAY MEDIA
20 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 21OUR VISION
BASKETBALL WILL BE THE
SPORT OF CHOICE FOR
AUSTRALIAN FAMILIES IN
THE 21ST CENTURY.
OUR OUR
MISSION VALUES
TO BE A RESPECTED NATIONAL TRUST & TRANSPARENCY
SPORTING ORGANISATION
INTEGRITY & HONESTY
RECOGNISED FOR OUR NATIONALLY
LED, STATE DELIVERED PROGRAMS. PROFESSIONALISM
ACCOUNTABILITY &
RESULTS
TO BE RECOGNISED AS A TRULY
GENDER EQUAL, ALL ABILITIES,
COMMUNITY SPORT THAT HAS A
DEFINED PATHWAY TO GREATNESS.
WE WILL BE VIEWED AS ONE
OF THE MOST SUCCESSFUL
BASKETBALL NATIONS ON EARTH.
22 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 23S T R ATEG Y S TRATE G Y
OUR STRATEGY OUR FULL FRAMEWORK
BUILDING THE
FOUNDATIONS FOR SUCCESS TO SUCCESS
2021-2024 THE BIG PICTURE
In developing our ‘Building the Foundations For Commercial Growth, Participant Growth, High Profile In consultation with the diverse range of basketball stakeholders that we engaged as part of this project,
Success’ strategy, it was evident that there was & High Performing National Teams. we were able to build the full framework to success model.
a requirement for Basketball Australia to clearly
outline the key objectives that we are aiming to These growth objectives will also be accompanied by This framework outlines the key enabling activity and organisational initiatives that we will need to impact
address over the next four years. These objectives associated desired outcomes and key performance upon over the next four years to achieve our strategic objectives. This framework will offer us guidance as
need to be both actionable and achievable with the indicators to be achieved by 2024. This will help we embark on the next four years as an organisation, allowing us to prioritise our efforts to the areas that we
resources and means that are available to Basketball form our roadmap to where we are going as a sport can impact the most. These are our foundations to build future success from.
Australia over the next four years. and how we are going to get there. We also want
this strategy to help drive the future organisational
We understand the importance of clarity with this structure of Basketball Australia and the associated
strategy, both from a vision and communication work plans for its departments. STRATEGIC GROWTH OBJECTIVES
perspective. Our aim is to be targeted to the areas
that we believe will have the greatest positive impact An overview of the strategic growth objectives and To focus the organisation and our
on setting the foundations of Basketball Australia up their interrelated nature is shown in the diagram resources, all of our activity over
below, with a detailed review on the desired HIGH PROFILE &
for success. the next 4 years will align to these PARTICIPATION COMMERCIAL HIGH PERFORMING
outcomes and our key performance indicators objectives. GROWTH GROWTH NATIONAL TEAMS
Through engagement of Basketball Australia coming later in this report.
stakeholders, it was agreed that the following growth THIS IS WHAT WE’RE HERE
objectives would be the focus of the strategy –
TO ACHIEVE.
STRATEGIC GROWTH OBJECTIVES ENABLERS
The key departmental activities
PARTICIPATION GROWTH that enable our success.
FACILITIES,
DATA & FUNDING
Participant growth is central
to the long term health of the
HIGH PROFILE &
HIGH PERFORMING
THE ENABLING ACTIVITY THAT MARKETING SYSTEMS VOLUNTEERS,
& COACHES MODEL
sport. Attracting more people
to play and engage with the
NATIONAL TEAMS WILL HELP US TO POSITION
sport over the next 4 years will Maintaining the profile and the
results of our Australian teams
THE ORGANISATION
ensure Basketball Australia's
commercial sustainability. It will on the world stage is key to FOR SUCCESS.
also help us drive quality talent this strategy. This will help to
through the system to bolster underpin commercial growth
the standard at all levels of the by attracting major events,
game. As well as continuing the
growth in participants from all
sponsorship and investment
activity to the region. Success
FOUNDATIONS
walks of life – no matter their and high profile exposure will
These are the foundational ways
gender, ethnicity, ability or also assist in driving grassroots
participation by inspiring people that we work and represent
sexuality. GOVERNANCE, COMMUNICATION
to want to play. ourselves. DIVERSITY & PEOPLE &
LEADERSHIP & &
INCLUSION CULTURE
COMMERCIAL GROWTH INTEGRITY COLLABORATION
THIS IS THE CORE TO HOW
This underpins the whole strategy. Our aim is to maximise the assets of the sport and re-
orientate internal Basketball Australia resources to drive the revenue needed to support WE WILL WORK.
growth in participation and high performance.
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OUR DESTINATION
WHERE ARE WE GOING? HOW ARE WE
GETTING THERE?
In developing this strategy we have considered the destination first. Every journey requires a roadmap
and in developing this journey we consulted our stakeholders to agree upon desired outcomes and Key
Performance Indicators (KPIs) under each core objective. These outcomes and KPIs have helped us build
the roadmap we need to achieve our objectives. We have also mapped out how we are planning on getting
there. As part of this strategy, we want to ensure that all objectives we set are actionable, achievable and
transparent.
As we go deeper into the strategy we will outline the variety of departmental activity that we will undertake
to help us achieve the outcomes we have set under each objective.
PARTICIPATION GROWTH COMMERCIAL GROWTH HIGH PROFILE & HIGH PERFORMING NATIONAL TEAMS
Outcome Outcome Outcome
Participant numbers have increased; Revenue has increased to effectively Our Boomers, Opals, Rollers and
supported by a widely adopted fund the operations of the sport. Gliders are medal winners at major
junior participation program driving tournaments with athletes that are
participant and commercial growth. 2024 KPI’s household names in Australia.
• $3m in commercial revenues
2024 KPI’s • $2.25m in government funding 2024 KPI’s
• 1.4m Participants outside of HP • Boomers, Opals, Gliders and/or
• 600k registered • $3m in accumulated funds which Rollers medal at Olympics and
• 40k Junior program participants exceeds ASC threshold Paralympics or World Cup
• Baselines for new member and • Participant fee funding implemented • Top 15 FIBA World ranking for boys
retention metrics established with S&Ts and girls teams
• 85,000 Sporting Schools • Media and Commercial requirements
Participants for teams at tournaments fulfilled
• National audit of Courts and Facilities • Athlete index shows improved
completed rankings for basketball athletes
HOW HOW HOW
To drive participation, we will work with To drive commercial growth for Basketball To increase the profile of our World-Class
States and Territories to continue growing Australia, we are going to invest in our national teams we are going to develop team
their key core markets related to traditional internal commercial resources dedicated specific marketing and communications
participation and in the school setting. to driving commercial value. This team will strategies designed to increase their
We will work with our commercial partners focus on delivering a program of commercial exposure within relevant audiences. Helping
and stakeholders to maximise the reach initiatives required to create additional the teams and their players speak to new
of our marketing campaigns to increase revenue with a focus on our events, national and existing basketball fans through the
participation. We are also going to offer programs, the WNBL, licensing, philanthropy mediums most relevant to them. Offering
greater accessibility to the game and and fundraising. Our team will review fans and grass-roots players the chance to
improve the diversity and inclusion for Basketball Australia assets and rights to build a deeper connection with the teams.
participants through our partnership with redesign commercial sponsorship packages
To ensure we continue to perform well on the
States and Territories in supporting targeted and content to drive our commercial growth.
world stage, we will endeavour to grow the
programs for Aboriginal and Torres Strait They will also look to deepen our relationship
commercial value of these teams. BA want
Islander peoples and women and girls. We with government bodies to ensure that
to ensure that they enter the next phase
will also review new formats of the game that this partnership grows over the next four
of development with the best performing,
are emerging and ensure that we position years; supporting the game financially and
efficient and fit for purpose high performance
basketball as Australia’s sport for all. ensuring that the potential impact on the
program that will underpin future success for
health and wellbeing of those that engage
We will work closely with States & the sport in Australia.
with basketball is maximised, so they keep
Territories to develop a widely delivered
coming back to our sport. Our team will also
and commercially supported national
work closely with States and Territories
junior participation program that helps to
to investigate potential commercial
introduce junior players to the sport of all
opportunities.
ages, backgrounds and abilities. We want to
see more people engaging with basketball,
more often. 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 27
26 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLANC U R R EN T S TATE TO FU TU R E S TATE
OUR APPROACH
FOCUSING ON AREAS THAT CAN MAKE THE BIGGEST IMPACT
Our approach in this strategy is to focus in on the areas that we believe can make the biggest impact on
setting our organisation up for success. There are a vast array of activities and initiatives that we could
look to influence over the next four years – all areas of the game are important to us, however if we spread
ourselves too thin as an organisation the potential impact that we can have on the game will be reduced. In
outlining our three core objectives, we quickly need to ask ourselves HOW do we get there.
To deliver on our objectives, all areas of the game need to be progressed in some way, but we have prioritised
activity that allows us to FOCUS on the following:
SUPPORTING ACTIVITY OUR FOCUS
FUNDING MODEL MARKETING
PARTICIPATION GROWTH
PEOPLE & CULTURE DATA & SYSTEMS
TO ACHIEVE
COMMERCIAL GROWTH
DIVERSITY & FACILITIES, COACHES,
INCLUSION VOLUNTEERS & OFFICIALS
HIGH PROFILE & HIGH PERFORMING
NATIONAL TEAMS
GOVERNANCE, LEADERSHIP COMMUNICATION &
& INTEGRITY COLLABORATION
28 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 29K E Y D EPAR TMEN TAL ACTIVITY K E Y D E PA RTM E NTA L A C TIVITY
OUR FOCUS FUTURE STATE
OBJECTIVES, OUTCOMES, KPI’S
S L A I C I F F O & S R E E T N U L O
MARKETING DATA & SYSTEMS FACILITIES, COACHES, VOLUNTEERS & OFFICIALS COMMUNICATION & COLLABORATION
Outcome Outcome Outcome Outcome
Marketing, PR and Media activities being delivered Development & implementation of a whole-of-sport Coach, Officials and volunteer numbers increasing Co-Design Taskforce delivering projects to support
to support our key drivers of growth with more fans data solution driving insights and commercial to support participant growth. Develop an growth of the sport.
and people playing the sport. benefit. A data strategy developed to drive growth. integrated solution to assist in driving facility
projects to support participant growth. 2024 KPI’s
2024 KPI’s 2024 KPI’s • Successful delivery of four Co-Design projects
• Increase number of basketball fans • All State and Territory organisations adopt data 2024 KPI’s with States and Territories
• 1.9m page views and 600k unique users per year repository approach and successfully integrate • 27.5k accredited coaches
• Three marketing integrations with commercial to the system • 27.5k accredited referees
partners delivered • Baseline of volunteer numbers established
• National facilities support program developed
HOW HOW HOW HOW
A key factor in maximising our marketing capability A key cog in our strategy is developing our data and At a national level we will invest in resources to support In order to strengthen communication and collaboration
over the next four years will be an upgrade of our digital systems approach. We will develop a full data integration the development of facilities to help drive funding and with our key delivery partners, we will develop a Co-
and data capabilities to drive insights for the sport strategy to leverage industry technology that will enable participation outcomes. We will work with States and Design Taskforce with States & Territories to make key
and our partners which will result in more effective us to gain a deeper understanding of our audiences and Territories to undertake a national audit of courts and decisions collaboratively and progress projects that
communication and subsequently increased commercial participants over the next four years. These national facilities to identify opportunities for future growth. We have been identified together to help drive growth
growth. insights will help us to monitor our growth and identify will also work in partnership to undertake a social and for the sport. The importance of this unified and
areas that need further support. Our insights will be economic impact analysis to quantify how basketball collaborative approach to decision making is integral
We are going to look to support commercial partners in
available to our stakeholders and partners at a local, contributes to broader social benefits. This will be used to us progressing as a sport. We are also going to
their plans to promote their association with the game
state and national level. This will help us to develop to support facility investment across the country and strengthen our engagement with the players association
of basketball wherever possible. To further support
commercial opportunities at all levels and build our enable the sport at all levels to have more powerful and Australian players themselves by creating an
partners, we will look to uncover and build content
understanding of the sport. conversations with government. We are committed open and collaborative environment designed to help
stories that they will be able to harness to enhance their
to ensuring we provide the appropriate support at a everyone’s voice to be heard at the senior playing end of
brand and connect with their target audiences. We will Finally, we will develop and implement a digital strategy
national level through centralised resources and shared the game.
look to develop and implement marketing campaigns and initiatives to deepen fan engagement, deliver
knowledge to drive investment for facility plans in
with States and Territories and our commercial partners robust insights and drive commercial growth through
priority areas
to increase participation. a review of digital destinations for content/news,
participation and streaming to drive broadcast exposure To ensure that we maximise the numbers of coaches,
We will tighten the focus of our marketing, public
opportunities. volunteers and officials across the country we will work
relations and media activities to support our key
with States & Territories to leverage the best tactics to
drivers of growth and aim to grow more fans and people
drive growth in each area. We will look to develop new
playing the sport. Our team will create activities to
programs designed to attract these audiences to the
build the profiles of our athletes and teams to drive fan
game and support them while they are there.
engagement and aspiration to participate in the sport.
30 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 31S U P P O RTING D E PA RTM E NTA L A C TIVITY
SUPPORTING
ACTIVITY OVERVIEW
GOVERNANCE, LEADERSHIP, INTEGRITY
Basketball Australia acknowledge that it is important Basketball Australia are committed to developing
for it to provide leadership across the sport into structures that enable the sport to build trust and
the future. This was never more evident than in ensure delivery of the projects identified in this
2020 when COVID-19 impacted the world and put strategy while also reporting and monitoring our
enormous pressure on sporting organisations progress.
to manage the fall out of shut downs and return
to play protocols across the country. Through The key areas within Governance, Leadership &
these challenging times Basketball Australia was Integrity that Basketball Australia will focus on in this
able to assist in ensuring our State and Territory strategic plan will be:
associations worked closely together to minimise the • Elevating and developing the importance of
impacts for the sport. This collaborative approach the integrity function within the sport. This
is a key component that the sport will build upon will be a key aspect for the future of the game
throughout this strategic plan as outlined in this due to external influences impacting sporting
strategy. As a sport we are stronger together with organisations around the world;
the collective might of the basketball community a
• Clarity on the roles and responsibilities of our
major strength for the sport.
constituent member associations and Basketball
Basketball Australia also worked in partnership with Australia;
the eight club owners via their participation and • As part of our continuous improvement activities,
collaboration on the WNBL Commission, delivering Sport Australia will assist in reviewing our
the 2020 season in a Hub to ensure the league governance practices in order to ensure the
puts a much-needed smile on the face of our fans strategic leadership of the sport;
and members, maintains the growth of women’s • Building the foundations for success through a
basketball throughout Australia, and continues to more cohesive and collaborative approach to the
inspire future generations of players, coaches development of the sport;
and officials.
• To ensure alignment with our major funding bodies
Stakeholder buy in to the new strategic plan will be and the modernisation of sport in Australia, we will
important to help deliver this plan and also build the start to talk with our members associations about
foundations for future growth and success beyond the best business model for the sport to operate
the life of this strategy. Through the extensive into the future. Our aim is to ensure an effective
consultation and external environmental analysis governance structure and capability to maximise
undertaken in developing this plan a number of key strengths and opportunities for the sport.
project areas have been identified which are aligned
with stakeholders of the game.
32 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 33S U P P O R TIN G D EPAR TMEN TAL ACTIVIT Y
SUPPORTING
ACTIVITY OVERVIEW
FUNDING MODEL
Basketball Australia generates income from these The funding model relies on the support of Sport
sources: Australia high performance funding and from our
valued commercial partners.
• Government funding for High Performance
• Fees from member organisations There is a consolidated intent between States and
Territories and Basketball Australia to support
• Fees from grassroots program registrations
the transition from a current composite fee to a
• WNBL domestic competition participant Fee funding model during 2021. A working
• Commercial sponsorship committee of States and Territories Chairs and
• Other grants & packages Basketball Australia representatives is analysing
the timelines and framework in order to progress the
participant fee introduction.
2020 DRAFT BUSINESS UNIT REVENUE SPLIT
6%
HIGH PERFORMANCE
27%
COMMERCIAL
50%
CORPORATE OPERATIONS
BASKETBALL OPERATIONS
17%
34 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 35T H E P OS ITIVE WO R K TH E P O S ITIVE W O RK
SUPPORTING ACTIVITY
THE POSITIVE WORK HAS ALREADY BEGUN
DIVERSITY & INCLUSION STRATEGY WOMEN & GIRLS HIGH-LEVEL STRATEGY
To align to our strategic goal of participation growth, it is important that we drive initiatives that attract new markets to We developed the Basketball Australia Women & Girls strategy across 2019 & 2020. As part of this strategy
the game. Extending our demographics to ensure we represent the community at all levels of the sport will increase our we recognise that women and girls are not homogenous, nor are their experiences. Ethnicity, culture, sexual
appeal to the younger generations and provide the opportunity to attract commercial partners that want to associate orientation, disability, location, age and socio-economic status, amongst other factors, can compound and
themselves with a truly inclusive sport. intersect to further impact opportunities to lead and participate. To improve the state of play for women
and girls, we need to take an intersectional approach to understanding and responding to the barriers to
While still in its infancy, Basketball Australia has produced this Diversity and Inclusion Framework that documents
participation and leadership.
its commitment to supporting and promoting diversity and inclusion at all levels and in all aspects of our operations
and relationships. In particular, the framework will see Basketball Australia work closely with key partners to influence Bridging the gender data gap in basketball will take time and dedicated effort. It requires us to be clear
programs designed to attract new people to the sport, no matter their background, ethnicity, gender, age, ability or about where we are at and where we are headed. We are not, however, starting from scratch. Many of our
sexuality. states, territories, associations and clubs are already engaged in important work to build the evidence-base
and to design and deliver programs to better support women and girls. This high-level strategy provides the
The Framework approach also provides all associated with Basketball Australia with guidance and the tools, structures
opportunity to build on those initiatives and the impetus to develop a shared language and approach.
and supports to continue building strengths in the areas of diversity while tackling the systemic, attitudinal and
behavioural barriers internal and external to the organisation that may hinder true inclusion. A clear outcome from this work is the need to work together, more effectively and collaboratively across all
facets and all levels of our game, to drive enduring change for women and girls.
The objectives of this Framework are to:
• Align with Basketball Australia’s vision, mission and values. • Strengthen standards of practice and service
• Adopt a holistic approach to Diversity and Inclusion. provision.
By 2025, Basketball Australia will welcome, support and celebrate women and girls equally, by driving inclusive opportunities to lead and
• Provide a platform from which Basketball STRATEGY STATEMENT
• Develop strategies for increasing diversity across the participate, as players, administrators, coaches and officials, across communities and from the grassroots through to high-performance.
Basketball Australia policies, programs and workforce. Australia can influence attitudes and behaviours
across the sport and broader community. INCREASE VISIBILITY ENHANCE ENVIRONMENT
Profile, promote and celebrate women and girls as leaders and participants Create a respectful, inclusive, welcoming, environment
IMPACT STATEMENT
Basketball Australia leads the way in promoting and supporting diversity through our voice, our actions and by working with our stakeholders in increasing the appeal of basketball
Share stories Leverage our global platform Ensure organisational alignment
as a safe, fair, and inclusive sport at all levels and in all ways
Require inclusive representation Build staff capacity Build staff and sector capacity
STRATEGIC PRIORITIES
WE VALUE Develop brand campaigns Ensure visible leadership Prioritise respect
• Accepting, respecting & valuing individual differences • Building on the diverse backgrounds & experiences of the board, employees,
DIVERSITY BY • Valuing diversity as an asset and stakeholders Increase access to the WNBL Be informed by women and girls Be informed by women and girls
Invest in ambassadors
• Identifying, addressing & removing barriers in processes, policies, plans, • Creating ideas & solutions built on a range of perspectives, with an
INCLUSION BY practices & programs emphasis on guidance from people with lived experience
• Facilitating opportunities that lead to effective and meaningful participation
SUPPORT PATHWAYS IMPROVE ACCESS
• We privilege people with lived experience as key informants, decision • Discrimination, harassment and bullying are not tolerated
AN ORGANISATION CULTURE WHERE makers & designers • Self-awareness & personal accountability are expected
• People are treated with respect, dignity and fairness • Leadership prioritises diversity & inclusion internally & externally Support women and girls through more visible pathways and Increase access to participation and leadership opportunities
professional development opportunities
• National Integrity Framework • BA Reconciliation Action Plan • Sex Discrimination Act
• Australian Human Rights Commission Act • Disability Discrimination Act • Trans-Gender Diverse Inclusion Policy
Focus on fun Ensure inclusive recruitment
EXISTING D&I INITIATIVES & Make pathways more visible
• BA Australian Human Rights Commission Racial • Fair Work Act • Workplace Gender Equality Act Support inclusion for all Set minimum standards
BROADER GUIDANCE Equality Review • Play by the Rules- The 7 Pillars of Inclusion Guidelines Provide professional development and mentoring
• BA Diversity & Inclusion Policy
Create future leaders’ program Be informed by women and girls
• Racial Discrimination Act Be informed by women and girls
• BA High-Level Women & Girls Strategy
ASPECTS OF DIVERSITY
COMMIT TO EVIDENCE-BASED DECISION MAKING WORK TOGETHER
First Nations Disability Cultural & Linguistic Gender/Woman & Sexual Orientation & Age Religion
Recognition Diversity Girls Gender Identity
Build the evidence -base and use this to drive programs and policies Prioritise collaboration, information sharing and new partnerships
Basketball Australia acknowledges there are many aspects of diversity which need to be addressed. We will be implementing an overall approach as well as focusing on specific aspects
WE ARE COMMITTED TO Understand where we are at Establish an Advisory Group Collaborate with states
and territories
Inclusive, informed & Responsive & robust Shared responsibility & A diverse & dynamic Consultation with the Safe, quality & Strong voice, influence & ENABLERS Develop a national approach to data Collaborate across Basketball
committed leadership, systems, structures & accountability culture & workforce (inc. basketball community accessible programs advocacy around diversity Australia
culture & governance policies Volunteers) issues Be informed by women and girls Share best practice
WE WILL BUILD
Resources Capacity & Capability Time for Tools Good Governance BE ACCOUNTABLE FOR CHANGE
• Investment into resources for • Acknowledgment & willingness to • Development & implementation of • Approach that combines lived • Structure, composition, terms of
communicating awareness, capacity & share power & control innovative ideas & solutions experience, evidence base & reference Require accountability and compliance
capability building & monitoring & • Ongoing & dedicated training & • Guiding & assessing professional experience
evaluation education & practical experience • Development of training modules,
• Includes building on existing capacity available to Board & Staff checklists & guidelines Introduce key performance indicators Require reporting to sector
Embed outcomes in next Basketball Australia Strategic Plan Build measurement framework
WE WILL ACHIEVE Require board reporting
Diversity & inclusion principles are Basketball Australia’s Board & Basketball Australia’s Board & Basketball has grown in participation, Basketball Australia is a respected
ingrained within organisational workforce act in an inclusive manner, workforce are broadly reflective of the resources, & diversity. Increased voice around diversity & related
strategies, systems, & processes understanding & appreciating diversity of the community diversity is evident in players, coaches issues
difference. How we act & what we do officials & administrators
embraces the diverse needs of our
stakeholders & basketball community
WE WILL MONITOR & EVALUATE
Our progress in achieving true diversity & inclusion within Basketball Australia and in our leadership role and influence across basketball and the broader Australian community
around diversity and inclusion related issues
36 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 37CH
T ON
ETPEN
OSTS
ITIVE WO R K
SUPPORTING ACTIVITY
OVERVIEW
PEOPLE & CULTURE
Basketball Australia have a dedicated and skilled staff and volunteer workforce that support the vision
and delivery of the strategic objectives for the organisation. Basketball Australia aims to strengthen and
develop our workforce via the implementation of this strategy and ensure that it is a high performing and
collaborative team that works well both internally and with external stakeholders.
Ensuring our people feel supported to be the best they can at work is a core objective in our strategy as we
understand that it is the people in the organisation that will drive the outcomes needed.
In line with Basketball Australia’s core values of:
• Professionalism,
• Accountability & results,
• Integrity & honesty,
• Trust & transparency
Basketball Australia will support our workforce throughout this strategy with the following activities:
• Ensuring an effective organisational structure is developed for the organisation to deliver against the
objectives outlined in the strategy.
• Providing HR resourcing support to help the organisation grow and develop as one of the country’s most
respected national sporting organisations.
• Ensuring diversity of our workforce and volunteers in line with our inclusion framework
• Providing select opportunities for professional development of staff to ensure that the grow and develop
knowledge to assist the sport to deliver our outcomes.
• Working with State and Territory associations to develop new programs designed to attract volunteers to
the game and support them while they are there.
38 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 2021-2024 BASKETBALL AUSTRALIA STRATEGIC PLAN 39BASKETBALL WILL BE THE SPORT OF CHOICE FOR AUSTRALIAN FAMILIES IN THE 21ST CENTURY.
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